Is Changing Your Mind Good Or Bad?

It’s Good.  That’s the answer.  There are always circumstances that will dictate whether there has been a positive or negative effect from changing your mind, but let’s look at this question from the general position of, should one be open to changing their mind.  And from this perspective, the answer is unequivocally yes!

In politics, this is called flip-flopping.  A term flung around like it’s a disease.  In real life, being open to the possibility that your initial position is wrong, takes much more strength than stubbornly grasping to that position.  Not to say this is an easy task.  Our decisions are based on many things that we don’t always understand, outside of some experts in the field.  Personally, I struggle with this as much as anyone, although as of late I have been making a deliberate attempt to get better at it.

What positive effect does changing your mind have?  The first thing it tells them is that you are willing to listen.  This is a vital skill for a leader.  The ability to listen to the people you lead and the humility to let them change your mind cannot be understated.  I’ve experienced situations from both sides of this problem and can tell you that feeling like your leaders are listening to you gives you a great sense of belonging, says you have a voice and encourages engagement from the team members.

Changing one’s mind must be tempered to ensure you don’t actually become a leader that can’t stick to a decision.  Going back and forth is detrimental any organization.  There should be a point that a decision has been made and the group moves on.  Then the decision can be readdressed later if the situation changes or the results of the last decision were not positive.

What negative effect does changing your mind have?  I previously had a boss that had zero original ideas and never made a decision until he could get some sort of consensus.  His decision-making capabilities don’t sound so bad as I type it, but trust me; he was a “go with the popular opinion” type of boss.  There were so many occasions where a person would have a conversation with him, and there would be an agreement only to find out they changed their mind after talking to someone else.  It was almost a game to try to be the last one to talk to him before the decision had to be made.

Be wary of phrases like ‘That’s the way we have always done it’ or ‘We tried that before, and it didn’t work.’  These are indicators that the culture of your organization does not embrace change.  Which probably means your leaders are not open to changing their minds.  It’s time to have these kinds of conversations in our workplace and show how being open to new options and changing a decision does not automatically translate to a negative.

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They Quit…but Never Leave!

He is the guy that does just enough not to get fired.  Perhaps he used to be motivated, maybe even a top performer at one point in time.  But now he just can’t be bothered.  He rarely has ideas and is usually only passionate about not changing (anything) and making sure he is not inconvenienced with the job.  Mostly, they have quit without leaving the job.  How do managers deal with these people?  What kinds of things can you do to help bring them back?  Or perhaps get them actually to leave?

Engage and inspire them.  A leader needs to understand their people.  What drives them and makes them want to work hard?  It sounds like standard advice, but to be honest, you probably don’t have the capacity to understand and engage all of your people on an individual level enough to engage and inspire them.  What you do have time for is some of them.  The focus should be on your high performers and those you feel you can move into the high performing category.  Those people like the guy described above should not be the main priority.  As the leader/manager, you should be removing obstacles from your team.  It is in this capacity that you will need to deal with the poor performers.

Accountability is key.  Opportunity is also key.  Mostly we describe opportunity as the opportunity for success, but there is an equal chance for failure at every opportunity.  When an employee has quit, we need to engage and see if we can get them back on the team and performing at a high level.  If you can’t, give them opportunities.  Then hold them accountable when they don’t perform to the standard. You have to give them a final chance to show what they can do.  This, of course, assumes that you have effectively communicated to them about their performance and what the standard is.

What if you don’t have the authority to fire?  This certainly complicates things, but only means you now have to convince the person or persons who have firing authority to take action.  This is normally pretty simple.  Document the performance along with any failures to meet standards, and before long the HR department or other supervisors/managers will have to take action.  A big point to include when dealing with this situation is that having employees like this can be detrimental to the culture of the organization, especially if these employees are charismatic and influential.

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Dependent or Empowered Followers

Dependent and empower followers is leadership at two different levels.  The beginning level is where dependent followers thrive.  That first step of leadership is creating followers that are dependent on guidance.  The dependent follower is also at the start of their management and leadership journey.  The first level leader and dependent follower complement each other, they both fulfill the needs of the other.  The first level leader needs people that need them.  They need to experiment together and grow.  Many leaders do not graduate to the next level of leadership.  Some of this is because they’re trying to move to the next level.  They are most likely not even aware they are at the beginning level of leadership and are not deliberately trying to proceed to the higher levels.

The second level of leadership is where the leader begins to realize that dependent followers can be limiting.  This second level of leadership can be evasive as well because a follower that is becoming a leader already will give the leader the illusion that they are in the second level of leadership, but it immediately disappears when this follower moves on to be their own leader.  The second level of leadership is about removing the chains that keep the follower tied to the leader by empowering them.  Cutting the chains and letting them make decisions, run operations, experiment in their own leadership capacity, and learn from mistakes.

What can stop a leader from moving to the second level?  Many things, but mostly ego and pride!  When a leader refuses to let go of power (regardless of the type of power) it traps them in the first level.  The reasons are all the same.  They aren’t ready to lead.  I can’t trust them to do the right thing.  More often than not, the problem is the leader.  They want to feel important, and when you have empowered followers, they need you less and less.  The crazy part is that is a great thing!  Having followers that can perform at a high level because you trained and mentored them should be the goal.  How much more time will you have to grow as a leader and develop better ways to improve your surroundings when you no longer have to always direct your subordinates every move?

My position in the organization is one of constant rotation.  I am constantly faced with new managers and inexperienced managers.  Or managers that have resigned themselves to be micromanagers because they have never known a leader than empowers followers.  Once they trust me and know it isn’t a trick, they flourish like never before.

 

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Deliberate Trust & Conflict

It is great to join a new team when you have had education and training in leading teams.  Sitting back and recognizing what the team is doing even though they are unaware.  It can seem a little sinister or arrogant, but I enjoy taking a team through the stages of a team and making them a great team.  I am not what makes the team great; the team is what makes the team great.

Currently, I’m in charge of a team that has made getting along with one another a priority over everything else.  The team believes they are respectful and that they are a well-functioning team because of how well they get along. It was comical seeing the looks on all their faces when I told them they were a dysfunctional team and had not even started to perform as a team. Looks of skepticism, annoyance, and shock were all around.  I explained to them that it was perfectly reasonable and we would work on it.  They were not satisfied with that answer, so I told them “We need to be deliberate about creating trust and conflict.  We cannot be so worried about upsetting each other that it costs us growth, improvement, and team progress.”  Now I have their attention, and they ask, “So what do we do?”  “We create trust and conflict!”

Creating trust and conflict happens mostly at the same time.  Creating trust is easier than it may seem, but is hard if you are not deliberate in your attempt to create it.  The best way to build trust is to be truthful.  Many confuse this with the brutal truth or saying everything just because it is true.  You wouldn’t, or shouldn’t tell your mom her new haircut is bad, so don’t say it to your employees.  Follow through is a great way to build trust.  Saying you will do something and then actually doing it is very powerful.  On the other side of this is not following through.  Doing so will ruin the trust you have gained in an instant.  For those times when you can’t follow through on your words, be honest about it and own it.  Making excuses for your failure might make you feel better, but your people will see right through it, and this will further damage your relationship and reputation.

Create conflict. Creating conflict on purpose sounds counter-intuitive and can be tricky.  Most people/teams/organizations practice conflict- avoidance not conflict-management.  The key is to stop being so nice that you cannot tell someone when they are doing a bad job.  Like I described with my team above, everyone was so worried about avoiding conflict that they accepted mistakes and mediocre work.  I had to force some members of the team to see the harm it was causing the team.  I gave them clear directions on what questions to ask the rest of the team and coached them on how to handle the various answers.

The conflict came quickly, and the team is still working on trusting each other.  We have meetings scheduled, and over the course of the next few months, the team members will get to practice on how to be vulnerable with the team and receive constructive criticism.  I’m excited to lead their progress!

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2 Weeks Ago…I Made a Mistake

I implemented a stupid policy.  In my defense, the intent was to help my managers better plan their days, weeks, months, etc., but it ended up just wasting time.  I had discovered the managers were not very deliberate with their time and there was confusion among the workers.  To help them, each morning I asked the lead to sit with me and go through their plan for the day.  Yes, it is micro-management, but it was designed to be so I could teach them.  Plus, I had a deliberate plan to pull back once I started to see the results I had envisioned and allow even more autonomy than before.

Making a mistake, when we do it, can be one of the hardest things to admit.  But when leaders admit to mistakes it can keep us all from making more errors in the future or at least help keep us humble.  More than anything owning up to a fault will build trust between you and your people.

I’m sure many of you have drilled holes in my plan and have already guessed what the result was.  But for those who have not, it did not go well.  The managers did not plan better, they did not organize their people better, and it did not help them implement actions to better align them with the organizational vision I have established. What my decision did do was force the manager to prepare for the meeting with me instead of making sure their supervisors were given proper directions.  They were spending too much time worrying about how favorable I would judge their plans, and their focus shifted to pleasing me instead of focusing on their people and the organization’s operational needs.

Once I realized the decision did not have the desired effect, I put a stop to it.  And here is the important part.  Instead of telling the managers I saw what I needed to see and they had improved, that they were now organized like I wanted them to be and my idea (like all my ideas) was brilliant, and it worked just like I expected it would, I told them the truth.  Although the idea was an attempt to improve performance and my intentions were good.  The effects of this policy were mostly negative, and even the positive effects were small and insignificant.  In this case, the juice was not worth the squeeze.

Instead of forcing the managers to come to me and be scrutinized about their plans, I go to them.  I observe their operations more and engage them in discussions that are as non-threatening as I can make them.  The intent is still to teach and make things better.  There are drawbacks to this approach, but the manager’s people appreciate a leader that takes an interest in their daily lives and the managers know I’m right there if they need clarification or guidance.  I still get to hear about their plans and how their plans support the organizational vision, but we are much more agile because we have these conversations in real-time.  Everyone has a preference for how they lead, but admitting to mistakes is great.  Your people will not lose confidence in you over a few mistakes.  But if you are making many mistakes they will, and rightfully so.

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6 Steps to Keep Employees

There are many ways to keep employees around.  The key to employee retention is to create an environment that any reasonable employee will enjoy being a part of.  Not every job is glamorous, and many times people do not enjoy what they do.  Creating a happy working environment and having great managers by following the below steps will make things much better!

  1. Track your retention levels

There is no way to effectively manage the retention level in your organization if you do not track it.  The most common goal for employee retention is around 90%, but the reality is every field and organization is different.  The caliber of your staff that are leaving and the critical positions they are vacating might be crippling to your organization even if the number is higher than 90%.  Additionally, a little turnover is a good thing; fresh ideas, fresh perspective, fresh attitude, and the motivation of a new employee can be a great boost to the team!

  1. Culture

Culture is what you make of it.  You can deliberately determine culture, or you can let the culture grow on its own developing into whatever it happens to become.  Most managers do not take an active role in culture, and that is why many organizations have a poor or negative culture.  The first step to changing the culture is to decide what culture you want.  Write it down!  Print it on paper and tape it to your desk or in another area that is visible and read it often.  These parts of the culture you write down will need to guide your decision making.  If you are making policy and decisions, you should ask if your decisions and policies are in line with the culture you are trying to create.  If not, you need to change the decisions or the cultural goals.

  1. Invest in your Employees

Investing in your employees is usually seen as providing them education or training that helps the organization.  And if you can align a person’s wishes or passion and your organization’s goals, then you have the winning formula.  But in many cases, you will have a box packer that wants to be a nurse.  Or a concrete finisher that seeks to be a CPA.  So, in this case giving them training in the field they are currently in, will only get you a marginal improvement.  If you can make it happen, the best thing to do would be to provide aid for your box packer to go to nursing school.  Or give them a week of paid time-off so they can spend some time with a real nurse to see if it is something they want to do.  If you can help your employees realize their dreams, good things will always come back to the organization.  And it is the best thing to do.  Who knows, maybe you can bring him/her back after nursing school to create an on-site nurse position/department.

  1. Recognition

Recognition is one of the easiest things to do, but one of the most neglected.  A formal recognition program is mandatory.  If your company does not have one, then create one.  But outside of the formal program, you need to pay attention to the opportunities presented to recognize high-quality performers.  Add a reminder to your phone on a weekly basis to get out from behind your computer or whatever you are doing and find people doing good things.  Leaders seek out opportunities to thank their people and encourage positive behavior.

  1. Feedback

This is another thing that is easy but often neglected.  Informal feedback is super easy and very powerful.  Formal feedback can be detached and robotic if not done properly.  The key is to have clear examples of the behavior the person displays and use these models to eliminate negative behaviors and reinforce positive behaviors.

  1. Quality evaluations that strengthen the all of the above initiatives

Lastly, build or rework the evaluation system of your organization.  Take the time to review what your evaluations value.  What message do they send? They need to incorporate the new culture, initiatives and measure the performance of your people against the critical standards.

 

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The Worst Boss

It is one of the most frustrating and demoralizing things we can face in our professional lives, and we have all been there; we have all said it.  “My boss is an idiot!”  Boss, can mean supervisor, manager, etc.  There are many different ways to express this sentiment, but it all boils down to the same thing.  Our expectations from our boss are not being realized.  So, what do you do when you have a bad boss?  There are only two options.

  1. Support them. This is the ideal option.  If you have a boss that is receptive to feedback and is trying to do a good job, this is where you want to be! Sometimes people are hired or promoted based on many things, but sometimes on potential.  If you can help them get better, then do it!  As a leader, there is nothing better than having people there to support you.  Knowing your team is there to make you better and that want to push the team to meet the organizational objectives is the best situation to be in.
  2. Change nothing. You can continue with how you are working and change nothing.  This is an option if things are going well and you just have a poor performing boss.  Or if your boss is weak and refuses to listen or their ego won’t let them.  Although, this is a very frustrating person to work for, usually, your boss’s boss will know how they are performing and you won’t have to deal with them long.

The last thing you want to do is to try to sabotage or make your boss look bad.  Doing so will cause much more drama than it is worth and there is a very real possibility you will lose your job.  They have the positional power and will wield it regularly, especially if you are trying to sabotage them.

Most of the advice you are likely to get is to keep pushing through, and things will work out.  That your efforts will be noticed and even if your boss is bad, you will be promoted or recognized in the way you need.  But this doesn’t always happen.  The best thing you can do it read the situation, if it is really bad, begin looking for a new position or place to work.  If you can deal with the bad things your boss does and you are otherwise happy with where you are at, then stay and enjoy those things that make you happy.  Decide on what you want and work to make that goal happen.  Sometimes you will need your boss to reach your goal if so, build a relationship with them and make it happen.

Managers make a huge difference in our lives, and bad ones can make things miserable.  But good ones can make a good situation great if you can find them!

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